GENERAL SERVICES AGENCY Financial Overview Fiscal Year 2020-2021 Presented by Willie A. Hopkins, Jr., Director
GENERAL SERVICES AGENCY “The people behind the people” VALUES MISSION VISION Satisfying our customers Building productive relationships Provide Alameda County with Valued as a world class provider Ethics and integrity quality and innovative logistical of GSA services. support. Leading by example Embracing diversity and differences 2
• Procurement Policies GSA MANDATED PROGRAMS • Preference for Small, Local Businesses and Products • Waste Reduction and Recycling Alameda County Mandates • Green Building Ordinance • Energy Conservation • Emergency Operation Plan • Hazardous Materials Abatement • Energy Conservation • Environmental Protection AB 32 State of California Mandates • Courthouse Facilities and Services • Facility Maintenance • Early Care and Education Programs • Disaster Service Workers • National Pollutant Discharge Elimination System Federal Mandates • Americans with Disabilities Act Projects 3
STATE AND FEDERAL BUDGET IMPACTS Early Care and Education (ECE) Programs . The Governor’s January Budget proposed: $31.9 million minimal ECE investments to create 10,000 non- • education based full year preschool spaces State $8.5 million to create a new Department of Early Childhood. • $300 million for Community School Grants — anticipated to impact • mostly school age children and youth The CARES Act provides: Federal $324 million to California for essential worker child care (which • is not required to be limited to low-income workers) and cleaning supplies. Projected Impacts of Reduction in ECE Program Funding • ECE Program may not have $699k direct contract with California Department of Education for ECE workforce stipends. Likely $57,000 funding source for GSA ECE staff will shift from California Department of Education to First 5 Alameda County. Possible Impacts from the Governor's Proposed Budget • County programs might expand by a few dozen spaces in community child care programs. Possible Impacts from the President's Proposed Budget • The COVID-19/CARES Act funding is expected to offset child care needs of essential workers, number TBD. SEIU union estimates there are 5,000 health workers in Alameda County, but there may be other categories of essential workers. This could supplement or offset an SSA/County investment. This could also benefit the Alameda County workforce. 4
GENERAL SERVICE AGENCY / VISION 2026 HEAL THY ENVIRONMENT THRIVING AND RESILIENT POPULATION • Environmentally healthy and sustainable community • Share online map to assist local agencies and childcare programs. organizations to identify factors that contribute to heat • Clear unhealthy encampments to improve public vulnerability. health. • Procure alternative fuel vehicles to reduce the county’s carbon footprint. SAFE & LIVABLECOMMUNITIES • Increase ridership with the Clean Commute Shuttle • Improve deferred maintenance project response for County buildings. PROSPEROUS & VIBRANT ECOMONY • Expand the Electrical Auto Charging Stations at County facilities. • Support increased access to quality early care and • Upgrade building generators to ensure safe working education (ECE) through retaining/increasing ECE environments during power disruptions throughout the access, increasing funds and supporting improved county. practice. • Update parking management systems at county garages • Identify parking alternatives for County Commuters to increase traffic flow.
General Fund and Internal Services Fund FY 2019-20 FY 2020-21 Change from FY 2019-20 Approved Maintenance General Fund Budget of Effort Amount Percentage Budget Appropriation $23,315,750 $22,558,947 ($756,804) -3.2% Revenue $13,081,835 $12,066,816 ($1,015,019) -7.8% FINANCIAL Net County Cost $10,233,915 $10,492,131 $258,216 2.5% FTE - Mgmt 38.00 38.00 0.00 0.0% SUMMARY FTE - Non Mgmt 54.69 54.69 0.00 0.0% Total FTE 92.69 92.69 0.00 0.0% FY 2019-20 FY 2020-21 Change from FY 2019-20 Internal Services Approved Maintenance Fund Budget of Effort Amount Percentage Budget Appropriation $137,885,992 $154,000,542 $16,114,550 11.7% Revenue $137,885,992 $154,000,542 $16,114,550 11.7% Net County Cost $0 $0 $0 0.0% FTE - Mgmt 66 67 1.00 1.5% FTE - Non Mgmt 268 267 (1.67) -0.6% Total FTE 334 334 (0.67) -0.2% 6
Major Comp onents of Net County Cost ( NCC) Ch ange ( in millions) Component NCC Change Reduced rental revenue from Arena Center buildings $1.2 FINANCIAL Internal Services Fund space charges adjustments ($0.6) SUMMARY Reduced unallocated property space charges ($0.5) Reduced revenue from Countywide service overhead cost reimbursement $0.2 Increased revenue from recycling services ($0.1) Increased shuttle service recovery from County departments ($0.1) Reduced revenue from terminated AHS messenger and recycling services $0.1 Reduced State aid on early child care and education $0.1 Total $0.3 7
AP P RO P RIAT IO N BY P RO GRAM Total Appropriations: $176.6M FINANCIAL SUMMARY 8
AP P RO P RIAT IO N BY M A JO R O BJECT Total Appropriations: $176.6M Other Financing Uses, $1.8M, 1% Other Charges, $10.8M, 6% FINANCIAL Intra Fund Transfers, Non-Discretionary Services & -$1.0M, -1% Supplies, $14.9M, SUMMARY 8% Salaries & Employee Benefits, $58.1M, 33% Discretionary Services & Supplies, $91.8M, 51% General Fund $ 22.6M Internal Services Fund $ 154.0M 9
RE VENUE BY S O U RCE Total Revenue: $166.1M Other Revenues, Other Financing Sources, $11.6M, 7% $8.7M, 5% FINANCIAL Charges for Current Fines, Forfeits & Penalties, Services, $6.5M, 4% $0.1M, 0% SUMMARY Government Aid, $0.9M, 1% Use of Money & Property, $138.3M, 83% General Fund $ 12.1M Internal Services Fund $ 154.0M 10
GSA – “THE PEOPLE BEHIND THE PEOPLE” ” 11
THANK YOU
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